Gestion de la Relation Client

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Qu'est-ce que Gestion de la Relation Client ? Description

Le Gestion de la Relation Client peut être défini de plusieurs manières. Certaines personnes comprennent dans le CRM la signification de technologie de l'information, certains y voient plutôt une entreprise centré-client, certains croient que le CRM est une stratégie fonctionnelle (de vente), d'autres soulignent que le CRM est principalement une stratégie commerciale. Nous sommes d'accord avec Peelen (Gestion de la Relation Client, 2006) que la définition donnée par le Gartner Group (2004) est attrayante : Le CRM est un outil SI qui permet de mettre en oeuvre une stratégie commerciale, les résultats escomptés étant d'optimiser la rentabilité, le revenu et la satisfaction client en s'organisant autour de segments de clientèles, en développant des comportements de satisfaction client et en mettant en oeuvre des processus centré-client.

Le CRM est plus une stratégie commerciale qu'une stratégie fonctionnelle. Il touche l'organisation dans son ensemble : marketing, ventes, SI, logistique, finances, production, R&D, RH, gestion, etc. Si nous définissons ainsi le CRM, il est clair que mettre en oeuvre un CRM complet soit un enjeu difficile.

La création de processus rentables et très efficaces (face au client) n'est pas suffisant. Pour une Gestion de la Relation Client vrai, une stratégie d'intimité avec le client, une philosophie marketing de la relation plutôt qu'une philosophie marketing de la transaction commerciale, ainsi qu'une orientation-client de l'organisation toute entière sont requises.
 

Origine de Gestion de la Relation Client. Histoire

Les années 80 ont vu apparaitre le Marketing Direct, se fondant largement sur des bases de données client. Christan Grönroos et Evert Gummesson « de l'école nordique » et Theodore Levitt méritent une mention spéciale dans cet article. Ils ont été les premiers à décrire la Relation Marketing versus la Transaction Marketing. En outre ils ont défini les caractéristiques des organisations centré-relation et ont fourni les outils Marketing correspondants. En 1995, Treacy et Wiersema (1995) ont décrit leur trois Disciplines de la Valeur. L'intimité Client était l'un d'entre eux. En conséquence, le CRM s'est transformé dans les années 90 d'un Web basé sur la gestion de contact et l'outil d'information, en une stratégie orienté client.

Utilisation de la Gestion de la Relation Client. Applications

• Entreprises qui veulent réaliser une stratégie intimité avec le client.
• Entreprises qui veulent communiquer une image amicale au client.

Étapes dans la Gestion de la Relation Client. Processus

Les choses suivantes composent les éléments principaux pour créer une organisation orientée-relation client :

1. Leadership fort orienté-client.
2. La mission pour être une organisation orienté-relation ancrée dans une interaction à long terme.
4. La stratégie principale est de gagner par une  intimité avec le client.
5. Les valeurs entreprise et les valeurs des employés se concentrent à prendre soin des clients.
6. Les standards comportementaux reflètent l'empathie de client et le voeu pour établir des relations et l'engagement à long terme.
7. Une culture d'organisation orienté-relation.
8. Une organisation qui met le contact client au centre. Comparez : Co-Création, Réingénierie des Processus de Gestion.
9. Personnes : Aptitudes à la communication emphatique, prendre soin des clients.
10. Systèmes qui peuvent aider à connecter et gérer des valeurs dures avec des valeurs douces, telles que Chaîne d'Avantages de la Valeur et le Balanced Scorecard.

Points forts de la Gestion de la Relation Client. Avantages

• Les rapports forts avec les clients offrent un certain degré de protection contre les actions des concurrents.
• Les clients fidèles peuvent être plus profitables. Gagner de nouveaux clients est couteux et les clients satisfaits peuvent acheter plus et apporter des clients supplémentaires, etc.

Limites de la Gestion de la Relation Client. Inconvénients

• Mettre en oeuvre un CRM d'une manière globale n'est pas une chose aisée.
• Faire des investissements importants en CRM qui soient rentables est difficile.
• Obtenir un Avantage Concurrentiel pérenne dans le CRM est bien plus difficile encore.

Acceptations de la Gestion de la Relation Client. Conditions

• Si nous sommes bons avec nos clients, ils seront bons avec nous.
• Changer la discipline stratégique actuelle vers une discipline d'intimité client est possible.

L'évaluation des niveaux de satisfaction client

Les deux techniques pour évaluer le niveau réel de satisfaction client sont : Modèle de Satisfaction Client et le SERVQUAL pour les sociétés de services.

Livre : ED Peelen - Gestion de la Relation Client

Livre : Heskett, Sasser et Schlesinger - le Service Profit Chain (Chaîne de Bénéfices des Services)

Forum Discussions du forum sur Gestion de la Relation Client. Ci-dessous, vous pouvez poser une question sur ce sujet, partager vos expériences, signaler un nouveau développement ou expliquer quelque chose. Commencer un nouveau sujet sur Gestion de la Relation Client Partagez vos connaissances ici (ou posez une question)   Relationship Between Employee Retention and Customer Relationship Management In my opinion, retention of employees plays an important role in managing relationship with customers. Organizations which have a very high employee turnover rate will typically have a very low custom... 35   4 commentaires Rethinking Call Centers TRADITIONAL CUSTOMER SERVICE Experiences of callers with help desks and customer service representatives are typically not positive. 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Sources d'Information Diverses sources d'informations sur Gestion de la Relation Client. Vous trouverez ici des powerpoints, des vidéos, des actualités, etc. à utiliser dans vos propres conférences et ateliers. Service Quality Models SERVQUAL, Service Quality Management, CRM, CEM, Customer Loyalty, Customer Satisfaction This presentation elaborates on service quality, especially focusing on perceptions and expectations of consumers and th... The Costs of DISsatisfied Customers Customer Satisfaction This presentation is about the costs of dissatisfied customers. The authors investigate the main sources of customer in... The Impact of CRM on Financial Performance of Business Building a Business Case for CRM Although some practical guidelines have appeared on how to design and implement customer relationship management program... Customer Value Management Organizational Management, Value Creation Preesentation about Customer Value Management (CVM) by J. Blanc. It includes the following sections: 1. Definition of C... How to Deliver Exceptional Customer Service and Client Satisfaction Customer Experience Management, Customer Satisfaction, Customer Service, CRM This presentation elaborates briefly on customer service delivery for customer experience management. The presentation i... Practical Communication Tips for Managers Management Skills, Leadership Skills, Management Development, Leadership Development, Situational Leadership As manager you need to combine professional expertise and experience with specific character traits, interpersonal and c... Fundamental Customer Centricity Understanding what Customer Centricity Really is About Professor Ranjay Gulati gives his vision on what Customer Centricity is about: aligning your firm in a fundamental way a... The 2 Worlds of Marketing and Sales Making Sales and Marketing Work Together, Understanding the Differences Funny explanation of Marketing and Sales by contrasting and comparing them with short sketches.... The Importance of a Long Term Focus on the Customer Interview Ohmae on the Need for a Long-term Customer Focus Ohmae explains the importance of the fundamental belief that all actions of a company need to be good for all concerned,... CRM Diagram Customer Relationship Management Download and edit this 12manage PowerPoint graphic for limited personal, educational and business use. Republishing in ...

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